Learning from Profession Knowledge: Application on Knitting

Knowledge Management is a global process in companies. It includes all the processes that allow capitalization, sharing and evolution of the Knowledge Capital of the firm, generally recognized as a critical resource of the organization. Several approaches have been defined to capitalize knowledge but few of them study how to learn from this knowledge. We present in this paper an approach that helps to enhance learning from profession knowledge in an organisation. We apply our approach on knitting industry

Learning from profession memories

Knowledge Management is a global process in the company. It includes all the processes that allow capitalization, sharing and evolution of the Knowledge Capital of the firm, now recognized as a critical resource of the organization. Several approaches have been defined to capitalize knowledge but few of them study the appropriation of that knowledge. In this paper we develop techniques based on knowledge and educational engineering, to enhance knowledge reuse in an organization. This knowledge is structured as profession memories.Learning, Knowledge management, Knowledge transfer

Peer - Mediated Distributed Knowledge Management

Distributed Knowledge Management is an approach to knowledge management based on the principle that the multiplicity (and heterogeneity) of perspectives within complex organizations is not be viewed as an obstacle to knowledge exploitation, but rather as an opportunity that can foster innovation and creativity. Despite a wide agreement on this principle, most current KM systems are based on the idea that all perspectival aspects of knowledge should be eliminated in favor of an objective and general representation of knowledge. In this paper we propose a peer-to-peer architecture (called KEx), which embodies the principle above in a quite straightforward way: (i) each peer (called a K-peer) provides all the services needed to create and organize "local" knowledge from an individual's or a group's perspective, and (ii) social structures and protocols of meaning negotiation are introduced to achieve semantic coordination among autonomous peers (e.g., when searching documents from other K-peers). A first version of the system, called KEx, is imple-mented as a knowledge exchange level on top of JXTA

Learning in Strategic Alliances

{Excerpt} Strategic alliances that bring organizations together promise unique opportunities for partners. The reality is often otherwise. Successful strategic alliances manage the partnership, not just the agreement,for collaborative advantage. Above all, they also pay attentionto learning priorities in alliance evolution. The resource-based view of the firm that gained currency in the mid-1980s considered that the competitive advantage of an organization rests on the application of the strategic resources at its disposal. These days, orthodoxy recognizes the merits of the dynamic, knowledge-based capabilities underpinning the positions organizations occupy in a sector or market. Strategic alliances—meaning cooperative agreements between two or more organizations—are a means to enhance strategic resources: self-sufficiency is becoming increasingly difficult in a complex, uncertain, and discontinuous external environment that calls for focus and flexibility in equal measure. Everywhere, organizations are discovering that they cannot “go” it alone and must now often turn to others to survive

Co-ordinating distributed knowledge: An investigation into the use of an organisational memory

This paper presents an ethnographically informed investigation into the use of an organisational memory, focusing in particular on how information was used in the performance of work. We argue that understanding how people make use of distributed knowledge is crucial to the design of an organisational memory. However, we take the perspective that an ‘organisational memory’ is not technology dependant, but is an emergent property of group interaction. In this sense, the technology does not form the organisational memory, but provides a novel means of augmenting the co-ordination of collaborative action. The study examines the generation, development and maintenance of knowledge repositories and archives. The knowledge and information captured in the organisational memory enabled the team members to establish a common understanding of the design and to gain an appreciation of the issues and concerns of the other disciplines. The study demonstrates why technology should not be thought of in isolation from its contexts of use, but also how designers can make use of the creative flexibility that people employ in their everyday activities. The findings of the study are therefore of direct relevance to both the design of knowledge archives and to the management of this information within organisations

Easy on that trigger dad: a study of long term family photo retrieval

We examine the effects of new technologies for digital photography on people's longer term storage and access to collections of personal photos. We report an empirical study of parents' ability to retrieve photos related to salient family events from more than a year ago. Performance was relatively poor with people failing to find almost 40% of pictures. We analyze participants' organizational and access strategies to identify reasons for this poor performance. Possible reasons for retrieval failure include: storing too many pictures, rudimentary organization, use of multiple storage systems, failure to maintain collections and participants' false beliefs about their ability to access photos. We conclude by exploring the technical and theoretical implications of these findings

Easy on that trigger dad: a study of long term family photo retrieval

We examine the effects of new technologies for digital photography on people's longer term storage and access to collections of personal photos. We report an empirical study of parents' ability to retrieve photos related to salient family events from more than a year ago. Performance was relatively poor with people failing to find almost 40% of pictures. We analyze participants' organizational and access strategies to identify reasons for this poor performance. Possible reasons for retrieval failure include: storing too many pictures, rudimentary organization, use of multiple storage systems, failure to maintain collections and participants' false beliefs about their ability to access photos. We conclude by exploring the technical and theoretical implications of these findings